kano analysis and software requrements
Post on 18-Oct-2014
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DESCRIPTION
Using Kano Analysis to prioritise Business Requirements Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.TRANSCRIPT
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Kano Analysis
A talk on requirements prioritisationTo ACS requirements SIG
25th June 2009
By Craig Brown
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Whois: Craig Brown
Craig Brown is a project consultant, project manager and business analyst.
I have worked with several leading corporate brands in Australia as well as started two small businesses.
I am currently lecturing in project management at Melbourne Institute of Technology's Sydney campus and contracting about town.
Blog: www.betterprojects.net
Sponsor: Ingena Group Limited
Web: www.ingena.com.au
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Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them.
This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
Noriaki Kano
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What is the role of the business analyst?
The business analyst as
product manager
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The premise The premise of this of this discussion, discussion, and most of and most of what I say on what I say on the topic, is the topic, is that the BA is that the BA is responsible responsible for… for…
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The delivery of a valuable product to the client
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SOME PROBLEMS WITH REQUIREMENTS ELICITATION
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Over-engineered solutionsBuilding in superfluous quality
The mixed bagScoring goals in one area but
still failing to hit the right points
“That’s not what I meant”Listening to what
stakeholders and customers say, rather than
understanding what they really want
Never ending requirementsDealing with budget and
schedule constraints
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REQUIREMENTS MANAGEMENT IN AN ITERATIVE AGE
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Multiple releasesProduct roadmapsSolution Layers
What comes first?
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ALTERNATIVE MODELS
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MOSCOWMandatory – OptionalBalancing the scorecardOther?
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PLUGGING KANO INTO BABOK 2
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Chapter 3; Requirements elicitation
3.2 Conduct elicitation activity– The elicitation event takes place
(brainstorming, focus groups, interviews, observation, prototyping, requirements workshops), or elicitation is performed (document analysis, interface analysis) or distributed (survey/questionnaire).
Chapter 4; Requirements Management and Communications
4.1 Solution scope– Obtain and maintain consensus among key
stakeholders regarding the overall solution scope and the requirements that will be implemented.
Chapter 5; Enterprise Analysis,
5.4 Solution scope– The capabilities supported by solution
components, such as business processes, organizational units, and software applications.
Chapter 6; Requirements analysis
6.1 prioritise requirements– Prioritization of requirements ensures that
analysis and implementation efforts focus on the most critical requirements.
6.2 organise requirements– The purpose of organizing requirements is to
create a set of views of the requirements for the new business solution that are comprehensive, complete, consistent, and understood from all stakeholder perspectives.
6.6 validate requirements– The purpose of requirements validation is to
ensure that all requirements support the delivery of value to the business, fulfil its goals and objectives, and meet a stakeholder need.
Chapter 7; Solution Assessment and Validation
7.2 Allocate Requirements– Allocate stakeholder and solution
requirements among solution components and releases in order to maximize the possible business value given the options and alternatives generated by the design team.
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Chapter 3; Requirements elicitation
3.2 Conduct elicitation activity– The elicitation event takes place
(brainstorming, focus groups, interviews, observation, prototyping, requirements workshops), or elicitation is performed (document analysis, interface analysis) or distributed (survey/questionnaire).
Chapter 4; Requirements Management and Communications
4.1 Solution scope– Obtain and maintain consensus among key
stakeholders regarding the overall solution scope and the requirements that will be implemented.
Chapter 5; Enterprise Analysis,
5.4 Solution scope– The capabilities supported by solution
components, such as business processes, organizational units, and software applications.
Chapter 6; Requirements analysis
6.1 prioritise requirements– Prioritization of requirements ensures that
analysis and implementation efforts focus on the most critical requirements.
6.2 organise requirements– The purpose of organizing requirements is to
create a set of views of the requirements for the new business solution that are comprehensive, complete, consistent, and understood from all stakeholder perspectives.
6.6 validate requirements– The purpose of requirements validation is to
ensure that all requirements support the delivery of value to the business, fulfil its goals and objectives, and meet a stakeholder need.
Chapter 7; Solution Assessment and Validation
7.2 Allocate Requirements– Allocate stakeholder and solution
requirements among solution components and releases in order to maximize the possible business value given the options and alternatives generated by the design team.
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Chapter 3; Requirements elicitation
3.2 Conduct elicitation activity– The elicitation event takes place
(brainstorming, focus groups, interviews, observation, prototyping, requirements workshops), or elicitation is performed (document analysis, interface analysis) or distributed (survey/questionnaire).
Chapter 4; Requirements Management and Communications
4.1 Solution scope– Obtain and maintain consensus among key
stakeholders regarding the overall solution scope and the requirements that will be implemented.
Chapter 5; Enterprise Analysis,
5.4 Solution scope– The capabilities supported by solution
components, such as business processes, organizational units, and software applications.
Chapter 6; Requirements analysis
6.1 prioritise requirements– Prioritization of requirements ensures that
analysis and implementation efforts focus on the most critical requirements.
6.2 organise requirements– The purpose of organizing requirements is to
create a set of views of the requirements for the new business solution that are comprehensive, complete, consistent, and understood from all stakeholder perspectives.
6.6 validate requirements– The purpose of requirements validation is to
ensure that all requirements support the delivery of value to the business, fulfil its goals and objectives, and meet a stakeholder need.
Chapter 7; Solution Assessment and Validation
7.2 Allocate Requirements– Allocate stakeholder and solution
requirements among solution components and releases in order to maximize the possible business value given the options and alternatives generated by the design team.
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Kano analysis tells you
What is mandatory
What is delightful
What is a value for money proposition, and
What doesn’t matter
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• Herzberg’s Motivation-Hygiene Theory
• In the late 1960s Frederick Herzberg wrote about worker motivation.
• He distinguished between motivation factors and hygiene factors.
motivation factorsHelp motivate workers
directly eg. achievement, recognition, work,
responsibility
hygiene factors cause dissatisfaction if
absent but do not motivate,
eg. Money, working conditions,
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Achievement
Recognition
Work itself
Responsibility
Advancement
GrowthCompany policy and
administration
Supervision
Relationship with supervisor
Work Conditions
Salary
Relationship with peers
Personal life
Relationship with subordinates
Status
Security
Factors characterising 1,844 events on the job that led to extreme dissatisfaction
Factors characterising 1,753 events on the job that led to
extreme satisfaction
50% 40% 30% 20% 10% 10% 20% 30% 40% 50%
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http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Delighters
Indifferent
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Kano Requirement types
Delighters
• Things customers are excited about
Basic features
• Things customers need• “Must Be”
Performance Indifferent
• More is better • Not needed
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SecondaryKeyPlusBasicLlosa (1997[8], 1999[9])
Low impactOne-dimensionalAttractiveBasicBrandt and Scharioth
(1998)[7]
LowKeyValue-addedFlatVenkitaraman and Jaworski (1993)[6]
Unimportant as determinantHybridValue
enhancingMinimum
requirementBrandt (1988)[5]
NeutralCriticalSatisfierDissatisfierCadotte and Turgeon (1988)[4]
IndifferentOne-dimensionalAttractiveMust-beKano (1984)[3]
MotivatorHygieneHerzberg et al. (1959)[2]
Driver type 4Driver type 3Driver type 2Driver type 1Author(s)
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Delighters
Indifferent
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Satisfied
Dissatisfied
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Satisfied
Dissatisfied
Fully implementedNot implemented
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Delighted
Disgusted
Fully implementedNot implemented
What customers articulate when talking about requirements
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Delighted
Disgusted
Fully implementedNot implemented
What you put in the product
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Delighted
Dissatisfied
Fully implementedNot implemented Fully implemented
Satisfied
Performance needs
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Satisfied
Disgusted
Fully implementedNot implementedNot implemented
Dissatisfied
Performance needs
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Satisfied
Dissatisfied
Fully implementedNot implemented
1 hour battery
Performance needs
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Satisfied
Dissatisfied
Fully implementedNot implemented
1 hour battery
24 hour
battery
Performance needs
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
1 hour battery
24 hour
battery
72 hour
battery
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
These features don’t Satisfy customers
Basic needs
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
These features don’t Satisfy customers
But if they are not present the
customer will be dissatisfied Basic needs
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
No internet service
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
No internet service
Limited speed
internet
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
No internet service
Limited speed
internet
Full broad- band
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Delighters
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Not having these features doesn’t
disappoint customers
Delighters
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Not having these features doesn’t
disappoint customers
But any reasonable implementation delights them
Delighters
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Delighters
Touch screen
Drag and snap
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Delighters
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Surprise and delight. Capabilities that differentiate a product from its competition (e.g. the iPhone touch screen).
More is better. Dimensions along a continuum with a clear direction of increasing utility (e.g. battery life, number of aps).
Must be. Functional barriers to entry—without these capabilities, customers will not use the product (e.g. ability to sms, access internet).
Better not be. Represents things that dissatisfy customers (e.g. no camera).
- Concept from Scott Sehlhorst
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Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
DelightersOver time delightful innovation becomes another basic need
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2001
2009
Satisfied
Dissatisfied
Fully implementedNot implemented
Basic needs
Broad band
internet
Broad band
internet
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Rate your satisfaction if the product
does have this attribute?
A) SatisfiedB) It must be that wayC) NeutralD) Can live with itE) Dissatisfied
Rate your satisfaction if the product
did not have this attribute?
A) SatisfiedB) It must be that wayC) NeutralD) Can live with itE) Dissatisfied
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?
R
!
Questionable
Delighted
Indifferent
Reverse
Mandatory/Basic
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?
R
!
Questionable
Delighted
Indifferent
Reverse
Mandatory/Basic
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Delighted and Excited!
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?
R
!
Questionable
Delighted
Indifferent
Reverse
Mandatory/Basic
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Indifferent
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?
R
!
Questionable
Delighted
Indifferent
Reverse
Mandatory/Basic
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Questionable(logically inconsistent)
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?
R
!
Questionable
Delighted
Indifferent
Reverse
Mandatory/Basic
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Mandatory/Basic
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?
R
!
Questionable
Delighted
Indifferent
Reverse
Mandatory/Basic
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?
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If I h
ad
this
…
Dissatisfied
If I didn’t have this…
Satisfied
Dissatisfied
Neutral
Don’t care
Sat
isfie
d
Dis
satis
fied
Neu
tral
Don
’t ca
re
?
R
R
R
Dis
satis
fied
R R R R
$
!
!
!
?
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Example requirementsExample requirements
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A) Satisfied - B) It must be that way - C) Neutral - D) Can live with it - E) Dissatisfied
Rate your satisfaction if the product has this attribute?
Rate your satisfaction if the product did not have this attribute?
A A
A A
A A
A A
A A
A A
A A
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
Single sign on
Ability to model sales & get quotes prior to committing
View current order status online
Get email as status changes
Ability to view jobs in progress
Ability to view historical jobs
Ability for manager to take and re-allocate jobs
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A) Satisfied - B) It must be that way - C) Neutral - D) Can live with it - E) Dissatisfied
Rate your satisfaction if the product has this attribute?
Rate your satisfaction if the product did not have this attribute?
A A
A A
A A
A A
A A
A A
A A
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
Single sign on
Ability to model sales & get quotes prior to committing
View current order status online
Get email as status changes
Ability to view jobs in progress
Ability to view historical jobs
Ability for manager to take and re-allocate jobs
How do you avoid
this?
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A) Satisfied - B) It must be that way - C) Neutral - D) Can live with it - E) Dissatisfied
Rate your satisfaction if the product has this attribute?
Rate your satisfaction if the product did not have this attribute?
A A
A A
A A
A A
A A
A A
A A
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
Single sign on
Ability to model sales & get quotes prior to committing
View current order status online
Get email as status changes
Ability to view jobs in progress
Ability to view historical jobs
Ability for manager to take and re-allocate jobs
Apply constraints
(e.g. costs, time, story points, etc)
![Page 65: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/65.jpg)
A) Satisfied - B) It must be that way - C) Neutral - D) Can live with it - E) Dissatisfied
Rate your satisfaction if the product has this attribute?
Rate your satisfaction if the product did not have this attribute?
A ASingle sign on
A A
A A
A A
A A
A A
A A
Ability to model sales & get quotes prior to committing
View current order status online
Get email as status changes
Ability to view jobs in progress
Ability to view historical jobs
Ability for manager to take and re-allocate jobs
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
B
B
B
B
B
B
B
C
C
C
C
C
C
C
D
D
D
D
D
D
D
E
E
E
E
E
E
E
![Page 66: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/66.jpg)
If I h
ad
this
…
Don’t care
If I didn’t have this…
Satisfied
Dissatisfied
Neutral
Don’t care
Sat
isfie
d
Dis
satis
fied
Neu
tral
Don
’t ca
re
?
R
R
R
Don
’t ca
re
R R R R
$
!
!
!
?
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?
R
!
Questionable
Delighted
Indifferent
Reverse
Mandatory/Basic
![Page 68: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/68.jpg)
Delighters are Unexpected things that a client would like to have.
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Satisfaction is based on perception and expectations
Parasuraman and Berry (1991)
Perceived performance
Expected performance
Perceived performance
Expected performance
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“So what does this mean for IT?
“Making sure that you cover ALL basic requirements in a release, making sure you have some satisfiers and ONE delighter thrown in would always keep your business users happy. And no more than ONE delighter. Save some for future releases. “
Narri Kannan
http://it.toolbox.com/blogs/narikannan/kano-analysis-in-it-1023
![Page 71: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/71.jpg)
Planning releases
Delighters
• Prove some in each release
Basic features
• Release 1…
Performance Indifferent
• Later stage features • Not needed
![Page 72: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/72.jpg)
Context
![Page 73: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/73.jpg)
Caution
![Page 74: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/74.jpg)
Satisfied
Dissatisfied
Fully implementedNot implemented
Performance needs
Basic needs
Delighters
![Page 75: Kano Analysis and Software Requrements](https://reader034.vdocuments.site/reader034/viewer/2022051012/544223f1afaf9fe7098b4578/html5/thumbnails/75.jpg)
The business analyst as
product manager
Stakeholders don’t always see the big picture
You have the integrated viewUse your judgement
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Questions?
www.BetterProjects.net
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ReferencesUllman, David G., The Mechanical Design Process, McGraw-
Hill, Inc., U.S.A., 1997 pp. 105-108 ISBN 0-07-065756-4Jacobs, Randy, Evaluating Satisfaction with Media Products
and Services: An Attribute Based Approach, European Media Management Review, Winter 1999. http://www.tukkk.fi/mediagroup/emmr/Previous%20Issues/Satisfaction.htm
Sehlhosrst, Scott, Prioritising Software Requirements with Kano Analysis, Pragmatic Marketing, Volume 4, Issue 3 http://www.pragmaticmarketing.com/publications/magazine/4/3/0605ss
Kanna, Nari Kano Analysis in IT , IT Toolbox, http://it.toolbox.com/blogs/narikannan/kano-analysis-in-it-1023
Dave Verdyun, C2C-Solutons www.c2c-solutions.com/kano_tutorial.htm (Video tutorial) http://www.servqual.com/html/kano.tml
Lawrence Phillips, (2009) “Kano, How to delight your customers” Slideshare http://www.slideshare.net/LawrencePhillips/kano-model-rev-1
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More information can be foundOne of the best resources I found when researching this presentation was from Dave Verduyn at C2C Solutions Inc.
See his further information here; An 8 Step Systematic Innovation Process (Kano’s Excitement Quality):(1 of 2) www.c2c-solutions.com/Videos/SI_1of2/SI_1of2.html(2 of 2) www.c2c-solutions.com/Videos/SI_2of2/SI_2of2.html
Integrating Kano’s Model into a Product Development Processwww.c2c-solutions.com/pdfs/C2CRoadmapNE.pdf
Kano, VOC, and QFD:www.c2c-solutions.com/tutorials/voc-qfd/player.html
3 more videos on Systematic Innovation:Video (1 of 3) www.c2c-solutions.com/sys-inn01.html Video (2 of 3) www.c2c-solutions.com/sys-inn02.html Video (3 of 3) www.c2c-solutions.com/sys-inn03.html Article on integrating Systematic Innovation into Product Development:http://www.c2c-solutions.com/pdfs/Integrating Innovation into DFSS_DMV1.pdf
8 minute tutorial on Customer Wants and Needs:http://www.kanomodel.com